1/22/2015 THE CRAFT OF CRISIS COMMUNICATION. Objective: Invoke thought and inspire action. Scope: Awareness level discussion

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Facilitating state and federal recovery programs Planning Training Unmet needs identification Establishing partnerships with

Exercises Public Education Resource Management Liaison work Incident Support Coordination 2 A.J.

1 THE CRAFT OF CRISIS COMMUNICATION A.J. Mumm, Director Polk County Emergency Management Agency Des Moines, Iowa Local Emergency Management Mission: To serve the public Facilitating state and federal recovery programs Planning Training Unmet needs identification Establishing partnerships with local jurisdictions, private sector, NGOs and citizens. Exercises Public Education Resource Management Liaison work Incident Support Coordination 2 A.J. Mumm 2015 Objective: Invoke thought and inspire action Scope: Awareness level discussion Introduce you to concepts and tools Up to you to decide applicability within your organization Disclaimer: Not comprehensive, definitive or prescriptive Leaving today with more questions than answers is not necessarily a bad thing 3 1

express your ideas, thoughts, feelings, etc.

technical or natural means, whichever is available or preferred. You:??? 4 WHAT IS A CRISIS?

2 WHAT IS COMMUNICATION? Merriam Webster: The act or process of using words, sounds, signs, or behaviors to express or exchange information or to express your ideas, thoughts, feelings, etc., to someone else Wikipedia: Purposeful activity of exchanging information and meaning across space and time using various technical or natural means, whichever is available or preferred. You:??? 4 WHAT IS A CRISIS? Merriam Webster: a difficult or dangerous situation that needs serious attention Wikipedia: any event that is, or is expected to lead to, an unstable and dangerous situation affecting an individual, group, community, or whole society. A testing time You:??? 5 Webster: an activity that involves making something in a skillful way. Science Art 6 A.J. Mumm

INFORMATION EQUATION 7 THE PREMISE Numerous tools and methods exist Despite all of these available tools Communication is often cited as the deficient element of a failed or inefficient

3 INFORMATION EQUATION 7 THE PREMISE Numerous tools and methods exist Despite all of these available tools Communication is often cited as the deficient element of a failed or inefficient process Fundamentals of communication should be part of the crisis planning process Clear understanding of 1. purpose, 2. audience and 3. urgency will increase effectiveness of communication 8 9 3

FAILURE POINTS Human Attention (acquire/losing) Following instructions

Technology Failure Compatibility Accessibility Delay 10 KEYS TO SUCCESS

PURPOSE Recognizing the purpose should help in determining the method and

4 FAILURE POINTS Human Attention (acquire/losing) Following instructions Desire/Dedication Focus Wrong place/time Compatibility Competing interests Technology Failure Compatibility Accessibility Delay 10 KEYS TO SUCCESS Clear purpose Use of fundamentals Having a plan and contingencies 11 CLEAR PURPOSE Recognizing the purpose should help in determining the method and tools selected to communicate. Notify Alert Inform Entertain Motivate Promote 12 4

CLEAR PURPOSE Situational Awareness Ability to identify, process, and comprehend the critical elements of information about what is happening with regards to the mission. What is going on around you?

5 CLEAR PURPOSE Situational Awareness Ability to identify, process, and comprehend the critical elements of information about what is happening with regards to the mission. What is going on around you? Actively gathering Common Operating Picture Availability and display of relevant information shared by more than one command. Includes friendly, enemy and neutral elements. Facilitates collaborative planning and assists participants in achieving Situational Awareness. Actively distributing 13 USE OF FUNDAMENTALS Developing Goals and Key Messages Purpose Notify give notice Alert warn Inform - educate Entertain amuse/enjoyment Motivate stimulate action Promote raise support Ease/Raise concern communicate true* risk Give guidance - how to respond *true vs. perceived risk can be very different based on experience and depth of knowledge 14 USE OF FUNDAMENTALS Staying on Message helpful tools you can use Sheehan s Triangle o Michael Sheehan training corporate CEOs and policy makers and political leaders for more than 25 years 3/9/27 Rule o Limited to: 3 points 9 seconds 27 words 3. What do you want the audience to do about it? 15 5

USE OF FUNDAMENTALS Delivering Accurate and Timely Information Accuracy takes time time leaves vacuum Regular updates even if you don t

approval processes Identify and empower a spokesperson / PIO (and alternates) to operate within that structure Develop policies to guide

to act as a job aid 17 INCIDENT COMMAND SYSTEM Incident Commander Joint Information Center (JIC) Public Information Officer Safety

6 USE OF FUNDAMENTALS Delivering Accurate and Timely Information Accuracy takes time time leaves vacuum Regular updates even if you don t have new information Monitor what is being said to control rumors 16 HAVE A PLAN AND CONTINGENCIES Understand the chain of command and approval processes Identify and empower a spokesperson / PIO (and alternates) to operate within that structure Develop policies to guide the delivery of information before, during and after a crisis Written plans to enable action / execution of policies Detailed procedures to act as a job aid 17 INCIDENT COMMAND SYSTEM Incident Commander Joint Information Center (JIC) Public Information Officer Safety Officer Liaison Officer Operations Section Chief Planning Section Chief Logistics Section Chief Finance and Administration Section Chief 18 6

POLICY, PLAN AND PROCEDURE IT TAKES ALL THREE Policy Principle Rule to guide decisions Adopted by board or senior governance body Statement of intent Usually subjective Plan Broad steps with timing

7 POLICY, PLAN AND PROCEDURE IT TAKES ALL THREE Policy Principle Rule to guide decisions Adopted by board or senior governance body Statement of intent Usually subjective Plan Broad steps with timing and resources Used to achieve an objective Operational Document designed to describe what, who, where, when, and why Policy Plan Procedures Procedure Establishes accountability Details Tactical Work instruction Sequential steps Job Aid 19 TRAINING Reinforce understanding of concepts in the plan Provide the knowledge, skills and abilities to carry out the plan Train all the troops from the front-line to board room Initial and continuing education needed Consider mentoring, field trips and site visits Achieve certifications/credentials 20 EXERCISE PROGRAM Do not consider this a pass vs. fail approach Evaluate and validate the planning Reinforce training Identify gaps 21 7

ADMINISTRATIVE CAPACITY Budget for preparedness On-going effort maintain / enhance Optimize financial, human and physical resources to create culture of preparedness Takes time, effort, and $ 22

Truth: Not if done properly. Educate and inform, don t simply alert and alarm. Myth: Many issues that arise in times of crisis are too difficult for the audience to understand. Truth: No, they aren t.

8 ADMINISTRATIVE CAPACITY Budget for preparedness On-going effort maintain / enhance Optimize financial, human and physical resources to create culture of preparedness Takes time, effort, and $ 22 MYTHS Source: Communicating in a Crisis: Risk Communication Guidelines for Public Officials; US Dept. of Health and Human Services Myth: Risk communication is more likely to alarm than calm people. Truth: Not if done properly. Educate and inform, don t simply alert and alarm. Myth: Many issues that arise in times of crisis are too difficult for the audience to understand. Truth: No, they aren t. Part of your job is to help the audience understand complex issues. They may not make technical decisions, but their opinions deserve consideration. Myth: Crisis communication is not my job. Truth: Yes, it is. Everyone has a responsibility to communicate the right message during a crisis. 23 Abstractions. Use examples Attacks. Respond to issues, not to people Source: Communicating in a Crisis: Risk Communication Guidelines for Public Officials; US Dept. of Health and Human Services 24 8

9 Attitude and Nonverbal messages. Use a relaxed, neutral stance Blame. Accept your share and don t shift it to others Source: Communicating in a Crisis: Risk Communication Guidelines for Public Officials; US Dept. of Health and Human Services 25 Costs. Focus on the benefits Guarantees. Emphasize progress and on-going efforts Source: Communicating in a Crisis: Risk Communication Guidelines for Public Officials; US Dept. of Health and Human Services 26 Humor. If used, direct it at yourself Jargon. Define all technical terms and acronyms 27 9

10 Negative allegations. Don t repeat them and give them credibility Off the record. Always assume everything you say is part of the record Source: Communicating in a Crisis: Risk Communication Guidelines for Public Officials; US Dept. of Health and Human Services 28 Personal identity. Speak for the organization and use the pronoun we Promises. Promise only what you are sure to deliver 29 Words alone. Use visuals to emphasize key points Speculation. Stick to the facts Source: Communicating in a Crisis: Risk Communication Guidelines for Public Officials; US Dept. of Health and Human Services 30 10

11 Statistics. Use them to reinforce key points, don t make them the focus Technical details and data. Focus on empathy, efforts and results Source: Communicating in a Crisis: Risk Communication Guidelines for Public Officials; US Dept. of Health and Human Services 31 TOP TEN TIPS FOR THE SAVVY COMMUNICATOR Source: Communicating in a Crisis: Risk Communication Guidelines for Public Officials; US Dept. of Health and Human Services 10. Don t speculate, guess, or assume. When you don t know something, say so. 5. Never say anything you are not willing to see printed on tomorrow s front page. 9. Don t get angry. When you argue with the media, you always lose and lose publicly. 8. Don t use No comment. You ll look like you have something to hide. 7. Don t make promises you can t keep. 6. Never lie. You won t get away with it. 4. Focus more on informing people than impressing them. Use everyday language. 3. If you don t know what you re talking about, stop talking. 2. Don t babble. Know what you want to say. Say it then say it again. 1. Do no harm. Your words have consequences be sure they re the right ones. 32 Try to meet the needs of the media they are your partner Accept and involve partners in the process Rules for Building Trust and Credibility (Covello and Allen, 1988) Appreciate the specific concerns, fears and worries on a human level Work with other credible sources Be honest and open to gain or keep trust 33 11

Service Closed Circuit TV Mail / Parcel Service Flyers / Inserts Currier - sneaker-net 34 CAPABILITIES Audience Internal External Targeted Subscription Urgency of Delivery Immediate (life safety =

12 COMMUNICATIONS TOOLS Telephone (Land / Cell) Bulletin Board Instant Messaging Broadcast Media (TV / Radio Newspaper/Newsletter Dynamic Message Boards Website (Inter/Intra) Social Media (Facebook / Twitter / Blogs) Automated Notification System Smartphone Applications Siren / Loudspeaker / Alarm /Strobes / Visual Radio System / Pager NOAA All-Hazards Radio Subscription Notification Service Closed Circuit TV Mail / Parcel Service Flyers / Inserts Currier - sneaker-net 34 CAPABILITIES Audience Internal External Targeted Subscription Urgency of Delivery Immediate (life safety = seconds/minutes) Urgent (minutes/hours) Delayed (hours/days/months) Direction One-way (outgoing) Two-way (outgoing/incoming) Automation Automatic Manual Content Alert only Additional information Feedback Confirmed receipt Assumed receipt Simple survey Integration Stand-alone Integrated 35 ANALYSIS Audience = Internal or External, Targeted Urgency = Delayed Direction = Two-way Automation = Manual Content = Rich Feedback = Confirmed Integration = Limited Positives = Widely available, mass distribution without additional effort, cheap, detailed content possible, visual, documentation preserved, easily forwarded, multiple uses Negatives = Need accurate addresses of a known audience, audience not always connected 36 12

ANALYSIS TWO-WAY RADIOS Audience = Internal, Targeted Urgency = Immediate Direction = Two-way Automation = Manual Content = Rich Feedback = Confirmed Integration = Limited Positives = Immediate

13 ANALYSIS TWO-WAY RADIOS Audience = Internal, Targeted Urgency = Immediate Direction = Two-way Automation = Manual Content = Rich Feedback = Confirmed Integration = Limited Positives = Immediate confirmation, conversational feedback, potentially secure, multiple uses Negatives = Effective use requires training, limited coverage area depending on system, costly, maintenance, licensing 37 ANALYSIS AUTOMATED NOTIFICATION SYSTEMS (ANS) Audience = Internal, External, Broadcast, Subscription Urgency = Immediate Direction = One-way Automation = Semi-automated Content = Available Feedback = Confirmed, simple survey Integration = Possible Positives = Mass notification, rapid, message specificity, targeted geographic area, multiple uses Negatives = Cost, perceived as telemarketing, maintenance required on database, launch process requires training 38 ANALYSIS SOCIAL MEDIA Audience = Internal, External, Broadcast, Subscription Urgency = Delayed Direction = Two-way Automation = Manual Content = Available Feedback = Assumed Integration = Possible Positives = Feedback monitoring, trending and crowd sourcing possible, open and inviting, attractive, scheduled releases possible, low/no cost Negatives = Open environment/security, difficult to control conversations, rumor and accuracy issues, variety of options exist, may require dedication to update and monitor, difficult to reach balance between too much and not enough, message lost in clutter 39 13

14 ANALYSIS SIREN Audience = External, Broadcast Urgency = Immediate Direction = One-way Automation = Manual Content = Alert Only Feedback = Assumed delivery Integration = Limited Positives = Attention grabber, available to those off-line, large coverage area Negatives = Very crude device, can t be heard everywhere, expensive to maintain infrastructure, reliability 40 ANALYSIS SMARTPHONE APPS Audience = Internal, external, targeted or subscription Urgency = Possibly immediate Direction = Two-way Automation = Semi-manual Content = Content rich Feedback = Confirmed or simple survey Integration = Several opportunities Positives = Low cost/free to end user, able to push to large audience, can be geographically targeted, mobile Negatives = Costly to develop, tech-savvy perception, requires smart phone, requires charged phone with reception, alerts can be ignored or lost in the clutter 41 ANALYSIS NOAA RADIO Audience = External broadcast Urgency = Immediate Direction = One-way Automation = Automatic Content = Content available Feedback = Assumed receipt Integration = Limited opportunities Positives = Multi-hazard, portable, geographic targeting, affordable Negatives = Requires programming, content limited to federal limitations established by NOAA / NWS 42 14

15 CONCLUSION Questions Clarifications Comments Thank you! 43 15

To communicate a consistent message throughout the duration of the response, it is recommended that the organization put forth only one spokesperson.

To communicate a consistent message throughout the duration of the response, it is recommended that the organization put forth only one spokesperson. Are you ready for a crisis? Identify a crisis team Make an incidence response questionnaire Identify the spokesperson Get your messaging ready Communicate with your employees Communicate with stakeholders